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MANAGING AGILE ORGANIZATIONS AND PEOPLE

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Tables of Contents

Titles

Executive Overview……………………………………………………………………………..3

Introduction……………………………………………………………………………….……..3

Background History of Universal Robina Corporation………………………………………4

Impact of external trends URC management practice………………………………………5

Smart working and Empowerment………………………………………………………..…..8

Resource Based View…………………………………………………………………….…..11

Self-assessment…………………………………………………………………….…………14

Barriers to CPD……………………………………………………………………….……….16

Conclusion ………………………………………………………………………………….…18

References……………………………………………………………………………...……..20
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Executive Summary

To establish and manage an agile organization, top-level executives must

cultivate novel perspectives and aptitudes that facilitate the metamorphosis of

themselves, their teams, and the entire organization. In contemporary times, numerous

organizations' ability to endure and prosper hinges on a fundamental change towards

enhanced agility. Individuals who undergo successful transitions experience notable

enhancements in their performance and well-being across various domains, including

but not limited to growth, profitability, customer satisfaction, and employee engagement.

This paper aims to explore the broader internal and external factors that shape

management practices. The nature and structure of an organization are determined by

various factors, including the impact of its environment on its values, perspectives,

culture, and overall operations. In organizational management, a pursuit exists to

establish a connection between individuals and services. The role of a manager has

transformed in response to changes in the external environment, focusing on assessing

progress and managing contributions that align with specific parameters.

Introduction

The implementation of agile organizational design entails a comprehensive

system for managing personnel and operations. This system brings about significant

transformations that impact an organization's internal and external spheres. The

success of agile hinges on its ability to flourish and strengthen over time, thereby

endowing the organization with a competitive edge. As per Moran's findings (2015 p.

14), a majority of 63% of the accused have attributed the failure of Agile operations to a
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perceived mismatch between their corporate culture and the principles of Agile

methodology.

An agile organization is characterized by its ability to respond promptly to market

changes by implementing rapid decision cycles. This allows the organization to

effectively address internal or external pressures and keep pace with rapid

technological advancements, facilitating successful operations in an environment

characterized by constant change. This article aims to discuss the strategic

management of Universal Robina Corporation's (URC) agribusiness division,

specifically in management development. The company's approach to this aspect of its

operations has resulted in sustained performance improvement, as evidenced by the

dedication and motivation of its team members towards achieving growth and

expansion (Jurado, 2018).

Historical Background of URC

Universal Robina Corporation (URC) is a typical enterprise in the Philippines,

distinguished from other prominent branded snack and beverage manufacturers. It has

a significant and expanding presence in various Asian markets. URC competitors

include Universal Corn Production Inc, which specializes in corn products. Universal

Corn Products Incorporation was established by John Lim Go Kong Wei, Jr. over six

decades ago in 1954. The company aimed to mechanize the production of corn starch

in Pasig (Valdez).

John's Universal Corn Products Inc.'s establishment aimed to position it as a leading

Asian food and beverage company. This vision has been progressively realized as
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URC, has expanded beyond its origins in the Philippines to become a prominent

international player with significant operations in eight countries. Currently, URC is

focused on expanding into emerging markets such as Cambodia, Laos, and Myanmar.

Moreover, URC merchandise is presently disseminated to noteworthy markets in the

United States, Japan, Europe, the Middle East, Korea, and adjacent markets in West

Africa, Nigeria, and Ghana.

The URC has recognized an individual who has demonstrated innovation and

established a dependable customer following. The corporation has effectively

demonstrated its commitment to enhancing its products and services by utilizing its

inventive trademarks, efficient promotional strategies, and extensive dissemination

infrastructure. URC's exceptional management in the food and beverage market clearly

indicates this fact. The URC company has successfully created three major regional

commodities that have gained significant popularity throughout Asia. These products

include a well-known snack food brand named "Jack 'n Jill," a popular ready-to-drink tea

brand named "C2," and a widely favoured coffee brand named "Excellent Taste."

The URC will persist in its conversion efforts in response to the expansion of

external factors, including rising opportunities within the ASEAN Region and beyond.

Since 2015, URC Myanmar Co., Ltd. has been engaged in business operations within

the country of Myanmar. Currently, URC Myanmar is engaged in producing snacks,

biscuits, and crackers under the brand name Jack 'n Jill, which is overseen by URC in

Thailand.

Impact of external trends URC management practice

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Over time, different external developments that have formed the corporate environment

have had an impact on URC's management methods. The management methods of

URC have been greatly impacted by a number of external factors. The value chain of

URC has been digitalized and automated as a result of technological improvements,

increasing productivity and enhancing client interaction. URC has decided to focus

healthier options and diversify its product line in response to shifting consumer tastes.

URC has improved the reputation of its brand by implementing eco-friendly procedures

in response to sustainability and environmental concerns. Finally, market expansion and

globalization have forced URC to modify its management strategy for new markets and

establish strategic alliances. URC has established itself as a flexible and adaptable

operator in the consumer products sector by aligning its processes with these external

developments.

Technological advancement

The management strategies used by URC have been significantly impacted by

technological breakthroughs. Automation and the introduction of digital technology have

changed how URC runs along its value chain. In its supply chain management,

manufacturing procedures, and customer interaction initiatives, URC has embraced

digitization. For instance, URC has made investments in cutting-edge manufacturing

technologies to increase the effectiveness of production and quality assurance. URC

has been able to improve productivity overall by streamlining operations, lowering

expenses, and implementing automated technologies (KUSUMAPUTRI, 2017). URC

has also made use of digital platforms and e-commerce to engage with customers, roll

out focused marketing initiatives, and compile up-to-the-minute consumer insights.

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Innovations based on technology have helped URC maintain its position as a leader in a

sector that is changing quickly.

Changing consumer preferences

URC's management strategies have been considerably impacted by shifting consumer

demands. The demands of consumers for nutrient-dense, environmentally friendly, and

dietary-specific products have increased. In response to these developments, URC has

broadened its product line and added healthy ingredients to its portfolio of foods and

beverages. URC has made research and development investments in order to produce

goods that are in line with changing consumer demands, such as beverages with less

sugar and healthier snack options. In order to better understand consumer requirements

and preferences, URC has actively interacted with consumers through social media

platforms and consumer feedback channels. URC has been able to create products that

appeal to its target demographic and preserve brand loyalty thanks to its customer-

centric strategy.

Sustainability and environmental concerns

URC's management strategies have been influenced by growing sustainability and

environmental concerns. As people become more conscious of climate change and

resource depletion, URC has prioritized sustainability throughout all of its operations.

URC has put into place eco-friendly initiatives, such as waste reduction, energy saving,

and ethical raw material sourcing (KUSUMAPUTRI, 2017). The business has embraced

eco-friendly packaging strategies and put a priority on lowering its carbon footprint. In

addition to lessening its environmental impact, URC's dedication to sustainability has

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found favor with customers who give it top priority when making purchases. URC has

improved the reputation of its brand and acquired a competitive edge in the market by

adopting sustainable practices.

Globalization and market expansion

The management philosophies of URC have been impacted by the trend of

globalization and market expansion. URC has had to modify its management strategy

as it strives to grow its presence outside of the Philippines in order to negotiate the

various commercial, regulatory, and cultural factors. To comprehend the preferences

and needs of consumers in new markets, URC has engaged in market research and

analysis (De Smet, 2018 p. 80). This has made it easier for the business to modify its

products and marketing plans to correspond with regional tastes and preferences. URC

has also formed joint ventures and strategic alliances with regional firms in target areas

to benefit from their knowledge and distribution networks. By embracing globalization,

URC has opened up new markets, diversified its income sources, and raised its level of

competitiveness on a worldwide scale.

SMART working and Empowerment

In light of technological advancements and globalization, contemporary

organizations must possess agility. Irrespective of the sector, organizations must be

able to adjust to modifications. Organizations endeavor to facilitate, encourage, and

inspire their personnel to enhance their job-related competencies, augment their

dedication, and foster a holistic corporate culture. The URC adopts an agile work

methodology that enables individuals to work in a manner most conducive to their

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preferences, resulting in heightened efficiency, productivity, and job satisfaction.

Consequently, URC accrues advantages for its enterprise as it fosters astute labor and

authorization within its administration. The subsequent assertions delineate URC tactics

aimed at efficaciously enhancing productivity and fostering staff empowerment.

Employee awareness creation

It is imperative to know potential business advantages, anticipated

enhancements for supervisors and employees, and any innovative developments to

establish progress objectives. Consultation with employees, organizations, and other

representative entities is very important. The fundamental aspects of board support

include responsibility and assurance from the outset. Given the assumption that

supervisors possess knowledge regarding the potential benefits of an intelligent work

strategy, they are expected to engage in and demonstrate flexibility in their approach to

staff training and management.

The URC employs a flexible work approach to retain valuable personnel by

providing them with options that align with their lifestyle requirements. The URC

acknowledges that Smarter Working is a methodology that can effectively manage its

workforce. They establish guidelines based on their organizational requirements,

feasible measures, and applicable constraints. The URC provides training and

advancement opportunities to employees sent to John Gokongwei, the company's

owned board school and business development program. In Myanmar, URC

consistently provides its newly hired employees with comprehensive training programs

lasting approximately six months in Yangon. These results enable URC to operate

proficiently and enhance their employees' skills and personal growth.

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Conducting a thorough assessment of the requirements of the enterprise is of

utmost importance, as the development and distribution of services play a significant

role in shaping the options that can be presented to employees. It is imperative to know

the preferences and values of representatives. The URC's formulation and

implementation of regulations and methodologies pertaining to diversity represents a

significant stride towards ensuring that its personnel are attuned to cultural sensitivities.

URC delineates guidelines about appropriate and ethical conduct within the workplace,

elucidating how members of diverse organizations ought to collaborate. URC mandates

that its representatives operate within a diverse global business environment

encompassing market and non-market elements. As a multinational entity, URC

annually dispatches its personnel overseas to receive training at its trademark office.

The URC adheres to the safety, health, and well-being regulations and guidelines

set forth by the Ministry of Labor and Employment. Additionally, protocols for ensuring

the safety and well-being of employees are implemented and regularly evaluated to

verify the safeguarding, suitability, and physical and mental health of personnel within

the work environment. The University of California, Riverside (UCR) prioritizes the well-

being of its staff by promoting a harmonious equilibrium between their work and

personal lives. To this end, the institution offers various health and wellness initiatives

tailored to the needs of its employees. UCR administrators are incentivized to instruct

Zumba, tai chi, and other physical activities during work hours. Furthermore, the

workplace provides complimentary access to gym amenities.

Defining organization targets

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Before initiating the program, it is recommended to establish objectives to

evaluate one's accomplishments. The primary performance metrics for the critical

operational domains may encompass productivity, turnover, and employee satisfaction.

Upon selecting a method to assess the system's efficiency, it is advisable to initiate a

trial phase. To attain the desired outcomes, the URC can adopt a set of criteria that are

precise and transparent, quantifiable and verifiable, feasible and within the purview of

the URC's leadership, augmented by the requisite resources, expertise and time,

germane to the URC's core mission, and delimited by a specific time frame that is

determined by the URC's professional staff.

Determining benefits and costs

Every individual activity will be associated with anticipated expenses and

advantages in terms of implementation. It is necessary to quantify these variables,

despite the possibility of some overlap. The UCR fails to account for potential

communication and training issues, which may result in high delays and costs. URC

subscribes to the notion that efficiency and flexibility are paramount considerations.

Acknowledging the correlation between workplace flexibility and enhanced

performance, productivity, customer satisfaction, and innovation has led organizations

to embrace this concept.

Resource-Based View (RBV)

Pankaj (2019 p. 14) expounds on the Resource-Based View (RBV) theory, which

posits that a company's competitive advantage is contingent upon the constraints of

environmental imitations and the interplay between the diverse resources that it has
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organized the adaptability of these resources in the specific manufacturing context, and

the competitive benefits that the business accrues. The allocation of a firm's resources

is directed towards implementing strategies that seek to enhance the organization's

overall productivity and operational efficiency, which is of considerable importance.

Barney distributed the resources among three classes;

1. Physical capital resources refer to the tangible assets of an organization, such as

technology, equipment, machinery, real estate, and access to raw materials.

2. The concept of human capital resources encompasses the skills, decision-

making abilities, aptitudes, training, and intuitions the employees possess within

an organization.

3. Organizational capital resources encompass the appropriate arrangement of the

organization, forecasting techniques, governance and leadership methods,

description and preparation schemes, and the causal relationships between

teams within the company and among external groups in an economic context.

Pankaj (2019 p. 14) posits that for resources to be deemed beneficial to a business,

they must possess four distinct characteristics;

(i) The logic presented must assist in mitigating potential risks or addressing

challenges that may threaten the business environment. Resources are

instrumental in enabling URC to capitalize on market opportunities or mitigate

market threats. The ownership of a resource is deemed advantageous only if

it contributes to the enhancement or addition of value to the URC.

(ii) The attribute in question must be infrequent among an enterprise's present

and prospective rivals. The acquisition of resources by the URC may be

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challenging, given the presence of existing and potential competitors in the

market. To attain a competitive edge, resources must possess a quality of

scarcity or uniqueness.

(iii) The object of study must possess the characteristic of being improperly

imitable. Imperfect imitability pertains to the inability to replicate or mimic

resources. The challenges associated with imperfect imitability may include

obstacles in resource acquisition, an unclear correlation between capacity

and competitive advantage, or intricacies in resource complexity. Establishing

a sustainable competitive advantage through resources is contingent upon

the inability of the URC lacking these resources to procure them.

(iv) The resource in question must possess the characteristic of non-replaceability

and lack a strategic substitute equivalent in value. Furthermore, this resource

is considered precious, yet it is not scarce nor imperfectly imitable. The

concept of non-substitutability of resources suggests that alternative

resources cannot replace resources. In this scenario, the competitor cannot

attain equivalent levels of performance by substituting resources with

alternative options (Boisnier, Alicia & Chatman, 2018).

Scarce, finite, difficult to replicate, and irreplaceable resources have the potential to

furnish Universal Robina Corporation with enduring competitive advantages. The URC

will determine the utility of a resource based on its ability to either reduce costs or

enhance the value of a given product or service. Thus, it is imperative to effectively

manage a set of helpful resources in order to formulate and implement strategies. The

composition of resources may comprise a unique blend of physical, human, and

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organizational capital. Hence, a fundamental aspect of the Resource-Based View (RBV)

theory is the concept of limited resources. The URC ought to furnish an assemblage of

valuable resources that are deemed scarce due to their high cost or impracticability to

replicate, i.e., they possess an imitable imperfect attribute (Brosseau et al., 2019).

Moreover, in cases where alternative resources are feasible, the maintenance of

such resources may be expensive for the adversary, given the potential for sustainable

competitive advantage. Unique market conditions, sporadic uncertainties, and the

complexity of resources often influence the cost of replication. If the URC were to utilize

limited and valuable resources comparably, it would have the capacity to formulate and

execute a similar approach. The URC can gain a competitive edge by using valuable

and limited resources if they possess characteristics that make them difficult to replicate

and irreplaceable. The concept of strategic intelligence has evolved from a traditional

focus on physical competition to a contemporary emphasis on resource-based

advantages. The URC enhances the resource-based perspective by emphasizing the

utilization of a company's resources to achieve growth (Boisnier, Alicia & Chatman,

2018).

Self-assessments

Self-assessment refers to the ability to introspect and evaluate oneself to

determine the extent of personal growth and progress achieved. Self-monitoring is a

valuable skill that enables individuals to assess their work or abilities, identify areas of

weakness and strength, and develop appropriate solutions. The objective of conducting

a self-assessment is to aid individuals in gauging the scope of their skillset and

enhancing their abilities without requiring a performance specialist. This entails a series
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of inquiries, such as identifying our areas of strength and weakness. The self-

assessment constitutes an integral component of the formal evaluation process for

employees of specific organizations, wherein individuals can provide a self-appraisal of

their progress over the preceding year (Brosseau et al., 2019).

Monitoring employees' skills can be challenging, mainly when dealing with a

large workforce comprising hundreds or even thousands of individuals. Achieving

consensus among a large group of individuals can prove to be a formidable task, let

alone fostering cooperative engagement in a skills management program at the

organizational level (Boisnier, Alicia & Chatman, 2018). At Skills Base, engaging

employees in the skill assessment process through self-evaluation is deemed more

efficient as it distributes the workload and emphasizes the importance of obtaining buy-

in throughout the process. The structured-subjective approach, grounded in the notion

of skill balance, seeks to reconcile the subjective and objective perspectives to

streamline the process of evaluating employee skills.

Self-assessment is a crucial aspect of employee development as it fosters a

sense of confidence in one's own abilities. It reduces or alleviates work-related stress

and uncertainty. This enables the employee to self-assess, promptly rectify any

shortcomings, and enhance their skill set. Similarly, it enhances the development of

capabilities. It facilitates individuals in selecting careers or educational paths that are

most suitable for them.

If an individual becomes aware of their hostile or anti-social tendencies, they may

conclude that pursuing a marketing career is not a viable option for them. The self-

assessment offers guidance for educational instruction. After identifying our strengths
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and weaknesses, we can decide on the most suitable tutor or training program to meet

our professional requirements. The tool facilitates individuals in crafting tailored

resumes and cover letters that accurately reflect their competencies and highlight their

unique strengths.

A noteworthy aspect of self-evaluation involves the ability to pose inquiries and

develop the skillset to ask accurate and relevant questions (Boisnier, Alicia & Chatman,

2018). It is not imperative to scrutinize and address every inquiry on this planet, as not

every interrogation is appropriate. One may engage in introspection by posing questions

regarding their difficulties or accomplishments, such as how they are experiencing

obstacles or the underlying reasons for their successes.

The most arduous aspect of the entire process is the ability to adopt an agile

approach in conducting a candid and impartial evaluation of oneself. It is advisable to

document the objectives of the most crucial facets or objectives of our commissions and

assess our achievements on an individual basis. Conduct a comparative analysis

between the achieved performance or outcomes and the previously established targets

for the current fiscal year. Establishing a scoring system for self-evaluation is advisable,

as formal assessments typically employ such techniques to evaluate performance.

Barriers to effective Continuing Professional Development (CPD)

Lack of time is a barrier to effective CPD. The challenge can be surmounted

through effective employee time management and strategic planning for fulfilling one's

Continuing Professional Development (CPD) obligations. By adopting this approach,

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employees can mitigate significant stress and anxiety from attempting to complete all

tasks within the given deadlines (Boisnier, Alicia & Chatman, 2018).

The absence of intrinsic drive and a perception of irrelevance pertaining to the

subject matter can pose a significant obstacle for numerous accounting professionals.

This phenomenon occurs when an individual attempts to handle multiple tasks or

responsibilities simultaneously, resulting in a lack of focus and effectiveness. The

phenomenon of burnout is a genuine and recognized issue. Excessive items on one's

agenda may not serve as a motivating factor for task completion. Initiating the search

for a course that elicits pleasure and ignites one's curiosity can serve as a favorable

point of departure. Subsequently, seek out a course that can effectively target an area

of deficiency, and expeditiously fulfill your Continuing Professional Development

requirements.

Obstacles that impede the completion of Continuing Professional Development

(CPD) may manifest as physical barriers such as financial constraints, geographical

remoteness from CPD events, and inadequate access to resources. Identifying

personalized approaches that prove effective for each individual is crucial and can be

documented as Continuing Professional Development (CPD). Therefore, ensuring that

one has access to appropriate and efficacious Continuing Professional Development

(CPD) opportunities is imperative to remain current in this ever-evolving field.

The parts of technical competence and job comfort include our understanding of

a particular problem and the methods, tools, or languages required to carry out specific

work, such as personal management, financial management, market research, etc. We

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tend to spend most of our time honing the technical skills required for our current

position. Although necessary, it cannot be our only objective.

Emphasizing transferable talents and abilities is also crucial. These are everyday

skills suited for various jobs and settings, including planning, organizing, motivating,

instructing, coordinating, negotiating, teaching, and presenting. All of our staff members

need some of the essential talents that have been highlighted. The performance

assessment and preparation module has them (Darino et al., 2019).

Self-management and self-improvement are personal traits or actions that help

us perform better at work, such as being pragmatically adaptable, creative, intelligent,

results-oriented, etc. These talents may need time management, confidence, or

pressure control. Alternatively, it can necessitate overcoming self-destructive habits like

procrastination.

Whether or whether we have a directing or leadership role, headship abilities are

crucial. We all gain from feeling more confident in handling responsibilities, plans, group

developments, workplace workflow, goal setting, judgment, and personal and

professional development.

Conclusion

In conclusion, a number of outside developments have had a substantial impact

on URC's management strategies. The value chain of URC has been digitalized and

automated as a result of technological improvements, increasing productivity and

enhancing client interaction. URC has decided to focus healthier options and diversify

its product line in response to shifting consumer tastes. URC has improved the
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reputation of its brand by implementing eco-friendly procedures in response to

sustainability and environmental concerns. Finally, market expansion and globalization

have forced URC to modify its management strategy for new markets and establish

strategic alliances. URC has established itself as a flexible and adaptable operator in

the consumer products sector by aligning its processes with these external

developments.

Making a firm more compelling and responsive, adopting a development-based

culture, and increasing client satisfaction are all goals of agile working. Each company

can develop talent, but they must be open about the reasons for their decision to do so

for the grounds to be established. When an organization wants to create effective,

flexible models, it should share its mission and vision with the public to help people feel

they are making a difference. It should also create organizations of empowered groups

with clear accountability to find solutions and deliver excellent results. It should also

choose quick decisions and learning cycles to accept vulnerability in changing

conditions.
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References

Moran, A., 2015. Managing agile: Strategy, implementation, organisation and people.

Zurich: Springer International Publishing.

Darino, L., Sieberer, M., Vos, A. and Williams, O., 2019. Performance management in

agile organizations. mckinsey. com.

De Smet, A., 2018. The agile manager. The McKinsey Quarterly, 3, pp.76-81.

Boisnier, Alicia and Chatman, J.A., 2018. The Role of Subcultures in Agile

Organizations (pp. 87-112). Mahwah, NJ: L. Erlbaum.

Dr. Pankaj M. Madhani , 2019. Resource Based View (RBV) of Competitive

Advantages: Importance, Issues and Implications. [online] ResearchGate. Available at:

https://www.researchgate.net/publication/45072537_Resource_Based_View_RBV_of_C

omp etiti ve_Advantages_Importance_Issues_and_Implications

Brosseau, D., Ebrahim, S., Handscomb, C. and Thaker, S., 2019. The journey to an

agile organization. McKinsey & Company, May, 10, pp.14-27.

KUSUMAPUTRI, K., 2017. PENGARUH PERSEPSI INDIVIDU TENTANG

KOMPENSASI DAN BUDAYA KERJA TERHADAP KINERJA KARYAWAN PT.

UNIVERSAL ROBINA CORPORATION REGIONAL INDONESIA TIMUR (Doctoral

dissertation, UNIVERSITAS AIRLANGGA).

Valdez, N.B.C., Corporate Social Performance Affects Human Resources: The

Philippine Experience. In Quality and Business Management Conference

Proceedings (p. 110).
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Jurado, J.A., 2018. An empirical analysis of Universal Robina Corporation's financial

plan.